Live and recent posts from across the Fediverse tagged #peoplemanagement, aggregated by home.social.
Behind every well-managed workplace is an HR team that brings people, processes, and responsibilities together.✨
At Quickupp Softtech, HR plays an important role in supporting employees, addressing their needs, and creating a workplace where teams can work and grow together.
What does HR mean to your workplace? Share your thoughts in the comments.
https://www.europesays.com/people/209173/ Satya Nadella Puts Empathy At The Centre Of Leadership #EmotionalIntelligence #empathy #EmployeeExperience #FutureOfWork #Innovation #Leadership #Microsoft #PeopleManagement #SatyaNadella #SoftSkills #WorkplaceSkills
If Pay Doesn’t Keep Up with Inflation, Retention Suffers
More than 9 in 10 surveyed workers report that their wages aren’t keeping up with the cost of living, so they’re looking…
#Economy #business #NewsTicker #Payroll&Compensation #PeopleManagement
https://www.europesays.com/3192421/
https://www.europesays.com/3192421/ If Pay Doesn’t Keep Up with Inflation, Retention Suffers #business #Economy #NewsTicker #Payroll&Compensation #PeopleManagement
https://www.europesays.com/uk/1147225/ If Pay Doesn’t Keep Up with Inflation, Retention Suffers #Business #Economy #NewsTicker #Payroll&Compensation #PeopleManagement #UK #UnitedKingdom
https://www.europesays.com/be-fr/204501/ Mark Van Bommel sélectionneur des Diables Rouges, Mannaert explique #Actualités #BE #BEFr #Belgique #Belgium #ConférenceDePresse #CoupeDuMonde2026 #DiablesRouges #LeaderFootball #MarkVanBommel #News #PeopleManagement #RudiGarcia #SélectionneurBelgique #SuccessionEntraîneur #VincentMannaert
Well, it seems like emotional intelligence, diversity, and empathy are no longer on the list of requirements. Hard skills and "AI-skills" are in now.
#Peoplemanagement #AI
https://fortune.com/2025/06/10/google-microsoft-ai-talent/
Remote workers face many challenges. The lack of informal knowledge sharing, such as the infamous water cooler talk, is one of them. For more, and how to overcome them, join 18 experts and me at the Forbes Tech Council.
#remotework #peoplemanagement
https://www.forbes.com/councils/forbestechcouncil/2025/06/03/career-growth-challenges-for-remote-tech-pros-and-how-leaders-can-help/
"Benchmarking" is often missing from performance or growth conversations in the workplace
And when we leave that out, a growth mindset approach can come across like gaslighting or moving goalposts: like Mario, we reach the end of a level only to be told that the princess is in another castle.
If we don't acknowledge that getting to that point means finishing a level beyond where we were before, it can be perceived as endlessly moving goalposts, rather than achieving another stage of growth and celebrating that before diving back in to work towards the next stage of growth.
#PeopleManagement #Growth #Performance #PerformanceManagement #PowerDynamics
https://managinginthemargins.com/benchmarking-and-performance-management-acb0580ba44e
Managers shouldn't be judged by years of experience; they should be judged by years of therapy.
Minting great engineers from “normal” ones “is left as an exercise for the reader” 🙄:
“In Praise If ‘Normal’ Engineers”, Charity Majors, IEEE Spectrum (https://spectrum.ieee.org/10x-engineer).
Via HN: https://news.ycombinator.com/item?id=43356995
#SoftwareEngineering #Productivity #PeopleManagement #Hiring
📢 BEX Members 📢
If you missed last week's Unscripted...In Conversation with John Bourke on "𝐏𝐞𝐨𝐩𝐥𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 & 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐜𝐞", you can catch up now on the BEX Member Platform 👉 bit.ly/3EffmxB
#PeopleManagement #Innovation #Excellence #BusinessExcellence #BEX #Unscripted
⏰ Starting in 1 hour...
Register here for "𝐏𝐞𝐨𝐩𝐥𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 & 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐜𝐞" 👉 bit.ly/4g21Kmg
🕑 15:00 (Dublin) | 10:00 (NYC) | 16:00 (Berlin/Paris) | 19:00 (Dubai) | 20:30 (Delhi)
#PeopleManagement #Innovation #Excellence #BusinessExcellence #BEX #Unscripted
❗ There's still time to register for tomorrow's session of Unscripted...In Conversation with John Bourke 👉 bit.ly/4g21Kmg
"𝐏𝐞𝐨𝐩𝐥𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 & 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐜𝐞"
🗓 Tuesday, January 21
🕑 15:00 (Dublin) | 10:00 (NYC) | 16:00 (Berlin/Paris) | 19:00 (Dubai) | 20:30 (Delhi)
#PeopleManagement #Innovation #Excellence #BusinessExcellence #BEX #Unscripted
Register now to be part of the conversation on "𝐏𝐞𝐨𝐩𝐥𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 & 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐜𝐞" 👉 bit.ly/4g21Kmg
🗓 Tuesday, January 21
🕑 15:00 (Dublin) | 10:00 (NYC) | 16:00 (Berlin/Paris) | 19:00 (Dubai) | 20:30 (Delhi)
#PeopleManagement #Innovation #Excellence #BusinessExcellence #BEX #Unscripted
After the last few weeks discussing our re-org, I've asked, "Am I being challenged enough? Are folks sharing enough constructive feedback and pushing back against my ideas as I approach a decision?"
Clear response that, yes, I've been more than sufficiently challenged: That's how we got to a place of strongly positive feedback!
Sort of an obvious feedback loop to build psychological safety and encourage candid feedback is to welcome all perspectives and specifically invite contrary ideas or what isn't working well, and follow through by showing gratitude and appreciation for that input (not just in the moment, also by openly calling out appreciation later on)
Month 15 managing a new team
And then there were 2: I published our new team composition plan, splitting my single (large) team into two medium-sized teams — with shockingly positive feedback!
Yet another first-time management experience that goes swimmingly well as though I've done this before
Might be worth writing about my approach, since I didn't find what I wanted to read on org design in a single place and instead knit together advice from several leaders and various mediocre resources
TLDR, roughly:
1. Define motivation, goals, priorities, and factors to consider. Use human input and feedback, but don't do org design based directly on existing current team members.
2. Break down existing charter(s) into domains & subdomains, and map to products, services, responsibilities, tooling, etc — and the expertise required for each.
3. Refactor those domains, combine & re-sort, set some aside to consider dropping or handing-off (don't worry yet about whether or where).
4. Then draw the rest of the owl: examine which domains naturally go well together, which puzzle pieces can be set off to the side more flexibly, and identify which islands of pieces have stronger or weaker dotted lines connecting them to other islands.
5. Write out a few options. Write out each domain & subdomain line-by-line and explain tradeoffs of where it does or doesn't fit. Or try a matrix of whatever dimension fits your brain. Consider what amount of structure makes sense for the function you're building, the wider organization expecations & culture you're part of, etc. Some places expect super well defined lines, definitions, boundaries. Some teams can operate with a more general charter and focus on how teams collaborate and abstract away individual responsibilities or reporting structures.
6. Go back to the goals, priorities, and factors. Which options might have clear missions & coherent charters that humans want to be part of and lead? Think long-term about how this evolves over multiple years, anticipating future needs and changes, and avoiding a future reorg.
7. Start fitting the humans back into the picture.
Month 14 managing a new team
Me, discussing SPOF on my team & compensation: "I think a Single Point of Failure issue should come out of a manager's salary until it's fixed"
My manager: [violently agreeing facial expression]
#ThrowbackThursday to a great day at our Conflict & People Management workshop in Dublin last year with John Bourke, Ann Gamerl, Stephen Smith, Michael Gamerl, Dianne Tyers, William Smalley, Neal Traynor, and Yiannis Lagos.
MASTER THE ART OF PEOPLE MANAGEMENT
👉 https://youtu.be/cP18UqsOHxs
Embark on your journey to #careerexcellence
https://www.amazon.com/stores/Meera-Jhogasundram/author/B09MDH4CV1
Reach out to us if you’d like professional support on your journey to career excellence:
Email - [email protected]
Website - www.meerajhogasundram.com
#careeradvancement #careerdevelopment #careertransitioncoach #careersetbacks #peoplemanagement #professionals #careertransition
I'm reminding myself to share my confidentiality FYI with new folks on my team:
"I err on the side of maintaining confidentiality, and requesting consent to share. Except caveats as a mandated reporter. However: assume that you do NOT have to maintain confidentiality of anything I say."
Week 35 managing a new team
My own manager said that managerial support and team health were one of the main topics my team talked about with her
I asked if there were any particular aspects I should work on
She said my team is generally feeling great about the support that they're getting
🙃 🙃 🙃
Week 33 managing a new team
Every couple weeks it still feels incredulous that I would be responsible for this team of people and this function of the company
Rationally, I get it, it's sinking in. But emotionally? Still a regular wtf moment
I had the worst thought today:
Am I doing a disservice to an early career person by not preparing them for the realities of abusive managers?
Month 6 managing a new team
To onboard a new team member, I looked back at how I set up not only my first 1:1s but also how I introduced myself to our team
I was surprised at how good that approach was, so in a blog post I'll share the steps and reasoning that helped me
In past companies, I felt it was on me to do something about inclusion issues, and I was glad to spend my first 3 years at Netflix mostly stepping back from inclusion work.
In a management role, inclusive leadership is an expectation, to build and actively maintain an inclusive environment and culture both within our teams and across the orgs we're part of.
I had a great chat on a plane flight with a psychologist, who taught me about the idea of "pacing and leading" from Neuro Linguistic Programming, to calm someone who is dysregulated
He explained Tronick's "Still Face Mother" experiment — which is superficially obvious, but turning that into how we work with the humans around us is insightful for understanding and teaching why some approaches are effective for building influence without authority (e.g., active listening, mirroring, acknowledging needs, and validation)
#PeopleManagement
https://youtu.be/f1Jw0-LExyc
Week 18 managing a new team
#PeopleManagement
Week 13 managing a new team
I'm struggling a lot this week around political situations in current events with the power of my voice as a people manager
TLDR: Silence is not neutrality in the face of human suffering.
The common, "simple" recommendation is not to talk about politics, to the extent of generally not acknowledging current events beyond a bland "be aware that people may be affected by current events".
2 problems with this are on my mind:
1. Silence is not neutrality in the face of human suffering.
2. Navigating this while being seen as inherently a non-neutral party is really, *really* stressful — on top of being affected by current events and the (sometimes acute) stresses of that.
Silence is not neutrality in the face of human suffering
If nothing else, please at least acknowledge that. The words of people managers hold power — but there are times when silence is also harmful. We've hit more than one of those moments in the past few years, so this shouldn't come as a surprise.
Week 12 managing a new team
I get overwhelmed a lot.
But then I work through it, figure things out, learn how to do it better next time, and it ends up going at least "okay".
I get buried regularly and wonder whether I'm making any progress. Each time, it's a little easier to dig myself to some visibility, verify that I'm tracking well on my goals and priorities, generally handing urgent things well enough, and hints that I'm becoming attuned to matching and leveraging the cadence of the team.
That feels great. Also, terrifying.
I'm not saying this is a trap. But if I were to set up a trap, this is what the long game would look like. 👀
Week 11 managing a new team
I'm becoming more anticapitalist every week
I received strong feedback on my ability to connect with humans to help them do their best work, and creating psychological safety without avoiding asking hard questions to validate whether we're making the right decisions
And you can see my habitual reaction right there: creating psychological safety and not avoiding hard conversations isn't enough — we have to end up making the "right" decisions for the business
I could imagine a world where creating psychological safety would be enough, a world in which our primary goal is ensuring our business is sustainable — in the sense of sustaining the humans that work for the business, or creating sustainability through risk reduction so that the business provides value to humanity
No, in this world, sustainability is in the service of profits — and the more time I spend in a management role, I can't help but feel less and less amenable to that
In the 7 years between my first and second engineering management roles, I invested in growing my leadership and people management skills
The TLDR of what I recommend:
1. Therapy & introspection & emotion regulation (know yourself, know your weakness, know your failure modes)
2. Choose the right manager who will support you (ask the spicy questions!)
3. Build your personal support network both inside *and* outside of your organization (of folks who have similar and different backgrounds, and at least some with management experience)
4. Start by NOT doing any of the "bad" management practices you've seen or heard of. Damaging trust or psychological safety is one of the hardest mistakes to recover from. Avoiding "bad" mistakes is far more important than doing "good" practices.
5. Invest in your communication skills in *every* way you can, particularly 1:1. Invest in understanding communication across neurotypes, and the diversity of mental health experiences (e.g., anxiety, PTSD
6. Invest in growing your inclusive leadership skills, and invest (continuously!) in growing your understanding of the experiences of people who ARE NOT like you (race, gender, ability, neurodiversity, culture, religion, class, etc)
6. Read "Making of a Manager" for first time managers to see the raw experiences said out loud: https://www.juliezhuo.com/book/manager.html
Additional Management Books:
Manager's Path, Resilient Management, Managing Humans
Non-management books:
- Crucial Conversations
- Burnout, by Emily & Amelia Nagoski
- (choose your own path among communication & inclusion resources)
Bigger list of eng management resources (books, blogs, articles): https://docs.google.com/document/d/1GSHbdgvRaCLM3ruf_DmAMzu2XCYiAFfwZnZXrHaGNnM/edit?usp=drivesdk
Wrote a little thing on MVP. Hope it's useful to someone!
https://medium.com/@xavez/minimum-viable-people-management-e7fa90501858
Over the years, I've read on the order of 15ish management books, I've participated in 4 management trainings, and I've interviewed or been mentored by at least a dozen highly experienced people managers, all seeking the answer to the question: "How can I be a better manager?"
Two simple lessons have been by far the most helpful:
1. Take all of the "bad manager" situations that I've seen or experienced, and do exactly none of those things.
2. If management advice isn't written by and for people who experience marginalization and stigma, it will not work for me.
Day 24 managing a new team
We're doing annual planning and compensation planning at the same time, in my first 2 months!?
At least I can focus on just those two things along with onboarding
Whoops—also planning an on-site
Ah—and audits
And now it's mid-quarter check-in
And head count, and budget
And alignment
And we need to write a new team charter
Someone who's good at time management please help me juggle this, my executive function is dying
(It's not, I'm fine 😳 this is fine 🔥 the fire was like that when I got here 😶🌫️)
Day 23 managing a new team
🤯 I carry near zero cognitive load for the tasks and responsibilities I've delegated over the last couple weeks
While I led CDN security as a non-manager responsible for developing and executing on strategy via influence without authority, I carried immense cognitive load — the security posture, security guidance, threat model, roadmap, investments in flight, accountability, etc — from the big picture down to all the details.
Now it's just the big picture of the roadmap, posture, and accountability.
Because I had to borrow bits of roadmap from various people and teams, I had to carry more of the security context, roadmap context, and accountability context, and couldn't always rely on stakeholders to drive work. Whereas my reports own and drive their work on behalf of our team because…it's a single, coherent team rather than a network of several dozen people responsible for various pieces of an enormously complex cross-functional puzzle.
What a wild evolution.
Schwarm! Wer kennt (oder... ist?!) eine Person aus dem Bereich HR, die sich sowohl mit technischen als auch operativen Aufgaben (People Management, HRD, HRIS, etc.) aus dem Segment befasst und Lust auf/Zeit für ein Gespräch hätte? Teilen erwünscht! #hr #hris #peoplemanagement #HumanRobotRelations
oh yeah!
this should be first in any project/people/whatever management 101 course:
» 8. Pay attention to what is important, not just what is quantifiable. «
It’s kinda like a lot of companies have been operating with business continuity planning and/or disaster recovery strategies since March 2020.
Maybe that’s what contributing to the on-going VUCA?
Pro-tip to #H&M who are looking to downsize by testing employees and let poor performers go:
If you want to let people go depending on arbitrary tests, you obviously don’t know your people.
But you DO know that your people managers have no clue neither about the people, they’re responsible for or what it is required to be a people leader.
Thus: Start by letting your people managers go. They’re obviously not worth their paychecks.
You’re welcome.
#edTech friends - I am once again a merger RIF casualty and am #openToWork with distributed teams in #ProductManagement #PeopleManagement or UX - connect with me via https://dan2bit.carrd.com/
